case 1: “quality-oriented leadership.

The economic sector

An industrial manufacturing in the field of packaging company, will start the second stage of the ISO certification, and implement compliance existing processes compared to the required standard.

The stakes of the mission

Together the factory directors and responsible for quality and make them work on the accompaniment of their teams for the implementation of new processes

The intervention

We worked appreciative way with the factory directors and the responsible quality on their skills of leadership through successes achieved by leading people in daring projects.

the results obtained

Increased confidence and action plans to achieve certification

Coach have

Claire Lustig ratchet – CLR Commission – www.clr-conseils.com

2nd case: “audacity, always Audacity!”

The economic sector

A large agri-food industrial group.

The stakes of the mission

The Director General of the most prestigious branch of this food group wishes to change its management team towards greater cohesion to benefit from greater synergy and achieve a better result.

The intervention

The various elements of our intervention:
  • An interview with the DG and HRD in order to understand the context and the application
  • A 45 minute interview with all the members of the Board in a format of appreciative interviews
  • A return to talks in the DG and HRD
  • The return of the talks says the need and the subject of work: develop audacity and entrepreneurship
  • A two day seminar on histories of Audacity in their professional and personal.
  • Development of projects going in the direction of a greater boldness

the results obtained

A plan of action with three major elements :* work on the definition of the key behaviors creating daring and entrepreneurship entrepreneurship and self assessment for each of the members of the Steering Committee * work on instances of pilotage and company decisions * work on a new business project * appropriation work done by the members of the Board of Directors with 10 groups of 16 people to create this new business project

Coach have

Bernard Tollec – Involve Consulting – www.involve-consulting.com

3rd case: “from top-down to bottom-up!»

The economic sector

A large group of energy

The stakes of the mission

A big project launched by the Directorate General of the group. It is especially curcial for the Group and it is particularly bad lived by the land people who already have a heavy burden of work. The Director-General of this project requires us to animate a day that would re-engage everyone. Tensions are high, the project is heavy, there is anyway not the choice of its implementation. The structure is in matrix and therefore requires the approval of all in order to get the results.

The intervention

The various elements of our intervention:
  • An interview with DG of the project and its core team
  • Maintenance of 30 minutes with all participants (20 persons) a form of appreciative interviews
  • A return to talks in the DG and his team
  • The return of the talks says the need and the subject of work: ‘of successful projects.
  • A one day seminar on personal projects or professionals that they have particularly marked positively
We use a graphic facilitator for the day

the results obtained

A global action plan by entity

A reappropriation of the overall project by all the leaders of the various entities

A calmer atmosphere between the central and entities

The preparation of a visit by the Chief Financial Officer of the Group: presentation of their work. This visit was a great success.

Coach have

Bernard Tollec – Involve Consulting – www.involve-consulting.com

4th case: ‘A future for everyone!’

The economic sector

A large industrial group

The stakes of the mission

We are called by the Chief Financier of Operations South of Europe (Italy, Spain, Portugal, Greece…). An international prescription of the group led to the centralization of financial transactional operations in India and Poland. This means a disappearance of a number of transactions in Western Europe. This will generate many deletions of posts. People are very concerned, managers are poor. This international group puts all means in terms of communication that happens to the best. The CFO wants to mobilize his team because there is beyond the management of mobility, an absolute necessity to mobilize managers and teams around a new project that will be the one that will manifest itself at the end of the reorganization. All other functions in support of the group are in a movement of centralization to the East of the world and the number of reclassifications that is usually possible will be this above much lesser time. He wishes his teams to be proud of what they have accomplished since the start of their activities and would “give a future to everyone” and naturally as its departments in France and other countries are issuing the result expected in a completely different environment. The challenge, therefore, is very important. A visit to the Central will be in the few coming weeks and it is also this workshop that he thinks can help prepare for this.

The intervention

The various elements of our intervention:
  • An interview with CFO South Europe and HRD
  • Maintenance of 30 minutes with all participants (12 persons) a form of appreciative interviews
  • A return to talks in the DAF and HRD
  • The return of the talks says the need and the subject of work: «of projects of successful transformations.
  • A two day seminar on personal projects or processing professionals change they have particularly successful, even if they had not been at the origin of these transformations
  • a contribution during the second day on a few concepts of change with a “judgmental” vision control

the results obtained

A concrete and shared the “reorganization after’ vision: it is motivating, concrete

A concrete plan of action to move closer to this vision

A team of managers sobered by the exchanges they have had during these two days

Coach have

Bernard Tollec – Involve Consulting – www.involve-consulting.com

5th case: “of the conflict in efficient enthusiasm.

The economic sector

A branch of the information systems in a public hospital group

The stakes of the mission

After the merger of 3 activities relations between executives are openly confrontational and extremely piecemeal actions. Support for users is degraded.

(A first attempt of action to “solve problems of cooperation and mutual assistance” is abandoned as deemed probably too long, risky and probably painful this form.)

It’s quickly find fun to work together by refocusing on the quality of the services rendered to users.

The intervention

Preparation and accompaniment of the leader upstream and over the project in the form of individual interviews

A 30 minute interview with all the participants appreciative form (12 persons)

The return of the talks says the subject: A hyper adjoining team recognized for the quality of its results

3 days in the team, distanced one month for:

  • Rediscover and share the ingredients of what makes the pleasure of working together for a result of excellence.
  • Build a powerful collective vision and determine the priority actions for change.
  • Launch the project for the involvement of all employees in the dynamics of change

the results obtained

  • As of the 1st day, the collective vision is created and shared, the pleasure of working together found, the dynamic of change is launched
  • During the following month, consultation is organized, the recurring problems that generated negative stress are solved independently, leader breathes, the teams also…
  • From the 2nd day, the dynamic monte power in a relaxed atmosphere, the team determines actions targeted and accessible of changes on both organizational and relational.
  • 6 months later, relations are still relaxed and productive, the enthusiasm of executives wins collaborators, the overall project involving all committed.

Coach have

Gilles Hauvette – www.croissances-management.fr